Showing papers in "Long Range Planning in 2007"

TL;DR: In this article, the impact of three strategic CSR variables ( visibility, appropriability, and voluntarism) on value creation among large Spanish corporations was examined, and the conclusions from these findings suggest that managers need to understand how CSR is similar to and different from other traditional corporate market activities if they are to pursue value creation through CSR.

TL;DR: In this paper, the authors propose a strategic framework identifying six categories of "myths" in the analysis, selection/implementation and control of proactive environmental strategies, and present evidence presented in support of their arguments.

TL;DR: In this article, the authors argue that higher levels of monitoring will not necessarily increase compliance, and may even damage buyer-supplier relationships, and suggest that a CSR implementation regime characterized by procedural justice rather than by greater monitoring is more likely to increase supplier compliance and can improve rather than damage a buyer's exchange relationships with their suppliers.

TL;DR: In this article, the authors identify two value-stimulating behaviours (networking activities), resource pooling activity (resource-seeking behavior) and strategic network involvement (knowledge-seeking behaviour), and develop a value matrix that classifies incubation into four types of outcomes on the basis of the extensive versus narrow combinations of these activities.

TL;DR: In this paper, the authors identify several techniques that individual managers can use to improve their strategic expediency and provide recommendations to enhance firm-level strategic expedience by developing a template focusing on formalised criteria for alliance partners.

TL;DR: In this article, the authors analyze the association of the integration at firm level of environmental considerations and other managerial functions with drivers of economic performance, i.e., when are the benefits of integration high and when low?

TL;DR: In this paper, the authors examined the role of social capital and psychological safety in the development of failure-based learning behaviours in organizations. And they found that social capital, through psychological safety, is directly and indirectly associated with failure-aware learning behaviors.

TL;DR: In this article, a multinational survey of 886 firms to show that as environmental instability increases so does planning, and that certain planning dimensions are more strongly associated with environmental instability: generative planning and transactive planning.

TL;DR: The work in this article summarizes the major insights collected in a retrospective comparative analysis of eight strategic projects in which "policy gaming" was the major methodology. Policy gaming uses gaming-simulation to assist organizations in policy exploration, decision making and strategic change.

TL;DR: In this article, the authors draw from industrial economics and the resource-based view to conceptualise strategy in high-velocity environments as a multi-dimensional construct, and the construct's positive effect on business performance is empirically proven.

TL;DR: In this paper, the authors explain the evolution of business schools on both sides of the Atlantic and using evidence from rankings published annually by the Financial Times, address the key features of European business schools.

TL;DR: In this article, the authors proposed an integrated model where the effects of these key aspects are tested simultaneously and where three independent variables are included: the extent of planning and knowledge from previous acquisitions and knowledge of previous relationships.

TL;DR: In this paper, the authors identify four distinctive types of KMS (Fragmented, Content-based, Process-based and Capability-based) and their characteristics, including both the structure, dimension and flow of the knowledge itself, and the staffing, training and reward systems in place to support the KMS.

TL;DR: In this article, the authors identify a number of different functions of teams and develop a typology that shows how different types of teams orientate themselves in dealing with focal and peripheral issues.

TL;DR: In this paper, the authors use game theory to quantify the option value of technology investments in a dynamic, competitive environment, and propose a game-theoretic approach to analyze high-stakes multi-stage investment decisions under uncertainty both under a proprietary setting and under different kinds of competitive structures.

TL;DR: In this article, the authors studied the process of planning in the acquisition of ERP systems, basing its findings in an extensive study of four organizations that have gone through the planning process.

TL;DR: In this paper, the authors examined how online retailers can combine their strategies on differentiation and market scope (segmentation) to increase customer satisfaction and loyalty, and found that satisfaction is more likely to generate loyalty for the goal-oriented segment rather than for the experiential shopper.

TL;DR: In this paper, the case of a system of four strategic networks which offers the companies involved significant competitive advantages is presented, focusing on the lead company Carlo Gavazzi Space, a very successful Italian company that develops space systems and applications at an international level.

TL;DR: In this article, the authors suggest that managers tend to under-invest in four key learning activities (search, processing, codifying and practicing) in exploratory groups, and provide a fine-grained analysis of the links between learning activities and specific learning outcomes.

TL;DR: In this paper, the authors present a case study of a major strategic change intervention in a public sector organisation using the concepts from complexity science and how the program was implemented, as well as the transition model and the principles which emerged from the change programme to assist managers wanting to know how to undertake complexity inspired change.

TL;DR: In this article, the authors report on an analysis of executive bonuses in the UK from 2001 to 2003 that focuses on the question of whether the aggregate value and transparency of bonus schemes are associated with higher total shareholder returns.

TL;DR: Kim et al. as discussed by the authors developed a creativity-innovation cycle with four elements: generating creative ideas from employees, communicating these ideas, implementing them, and learning from the market response.

TL;DR: In this paper, the authors investigated the strategic rationale behind the chaebols' two key decisions for their individual business units, whether and if so how to eliminate them, and reviewed the expansion activities and business structures of surviving groups in the post-crisis period.

TL;DR: The Asian crisis of 1997 came as an unwelcome surprise to both Asian countries and their non-Asian creditors, investors, trade partners and competitors as mentioned in this paper, and many scholars and public institutions registered arguments and opinions during or straight after the crisis.

TL;DR: In this article, the authors explored the process of SMI's creation and followed the changes in Samsung's strategic management during and after the Asian economic crisis, finding that noneconomic influences prevailed over economic influences in the decision to pursue the diversification strategy, and that due in part to the strength of these influences, Samsung underestimated the market risk and overestimated the contribution its core competencies and synergy could make.

TL;DR: In this paper, the authors argue that the key to successful corporate transformation lies in solid implementation of change management processes and that if these elements are not properly organized, each can turn into a negative factor in the transformational process.

TL;DR: In this paper, the authors distinguish operational from strategic internetworking and explain why this might be so, and conclude that failure to invest in operational internetworking as quickly as peers might render tardy organisations uncompetitive in the face of more specialised, less hierarchical, more partnership-capable and more operationally efficient competitors.